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Supervision of Police Personnel,9780136492290
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Supervision of Police Personnel

by ;
Edition:
6th
ISBN13:

9780136492290

ISBN10:
0136492290
Media:
Hardcover
Pub. Date:
1/1/2001
Publisher(s):
Prentice Hall
List Price: $117.80
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Summary

This book offers complete coverage for leadership training of supervisors in law enforcement and allied fields. The relationships involved in individual and group management methods and the practical techniques for carrying out the various responsibilities of the supervisor are explored. Everyday problems faced by the police supervisor in interpersonal, operational, and administrative relationships with subordinates are also covered in detail. Chapter topics include the supervisor's role, and function in organization, administration, and management; leadership, supervision, and command presence; interpersonal communications; principles of interviewing; psychological aspects of supervision; employee dissatisfaction, grievances, and complaints; discipline principles, policies, and practices; tactical development of field forces; and conference leading. For the training of managerial and supervisory personnel in police departments and law enforcement agencies.

Table of Contents

Preface xiv
The Supervisor's Role
1(10)
The Supervisor's Position
2(2)
Women Supervisors
4(1)
Technical and Supervisory Competence
5(1)
Organizational Knowledge
6(1)
Basic Supervisory Responsibilities
6(3)
Summary
9(1)
Review
10(1)
The Supervisor's Function in Organization, Administration, and Management
11(20)
The Supervisor's Administrative Functions
12(5)
Basic Organizational Structures
17(3)
Division of Work
20(1)
Unity of Command
21(1)
Span of Control
22(1)
Delegation
23(2)
Personnel Development
25(1)
The Exception Principle
26(1)
Completed Staff Work
27(1)
Summary
28(1)
Review
29(2)
Leadership, Supervision, and Command Presence
31(30)
Resistance to Leadership Training
32(1)
Developing Leadership Ability
33(1)
Types of Leaders
33(2)
Selecting a Leadership Style
35(1)
Command Presence and Leadership
35(1)
Elements of Leadership
36(1)
Motivating Employees
37(3)
Situational Analysis and Self-appraisal
40(1)
Leadership Characteristics
40(2)
The Personality of a Leader
42(1)
Human Relations and Leadership
43(2)
Commending and Praising Others
45(1)
Reprimanding and Criticizing
45(1)
Knowledge of Subordinates
46(1)
The Marginal Employee
46(1)
Giving Orders
47(3)
Decision Making
50(1)
Drawing Conclusions
51(1)
Moderation in Supervision
52(1)
Fraternization
53(1)
Setting an Example
53(1)
Women Employees
54(1)
Avoidance of Gender Bias---Harassment
54(1)
Symptoms of Leadership Failure
55(1)
Summary
55(2)
Review
57(4)
The Training Function: Problems and Approaches
61(12)
The Importance of Training
62(2)
Instructing as a Supervisory Responsibility
64(1)
The Constant Need for Training
64(1)
Principles of Learning
65(3)
The Learning Process
68(2)
Learning Patterns
70(1)
Summary
71(1)
Review
72(1)
The Instructional Process
73(25)
General and Specific Objectives
73(1)
Job Analysis and Material Selection
74(1)
The Lesson Plan
74(4)
Learning by Association
78(1)
The Five Steps of Teaching
78(4)
General Problems Affecting Teaching Method
82(1)
Common Causes of Teacher Ineffectiveness
82(1)
Teaching Methods
83(5)
Staff Meetings
88(2)
Use of Questions
90(1)
Teaching Aids
91(1)
Use of Instructional Aids
91(1)
Types of Teaching Aids
91(3)
Summary
94(1)
Review
95(3)
Interpersonal Communications
98(22)
Cultural, Environmental, and Psychological Factors
99(1)
The Processes of Communications
99(1)
Barriers to Effective Communications
100(7)
Overcoming Communication Barriers
107(4)
Characteristics of Communication
111(1)
Types of Communicators
112(1)
Written Communications
113(2)
Manuals---Orders
115(1)
Briefing
116(1)
Editing
116(1)
Typical Deficiencies in Writing
117(1)
Summary
117(1)
Review
118(2)
Principles of Interviewing
120(24)
Interview vs. Interrogation
121(1)
Major Functions of the Interview
121(1)
Preparing for an Interview
122(1)
Conducting an Interview
123(1)
Attitude of the Interviewer
124(4)
Eliminating Bias
128(1)
Confidential Agreements
128(1)
Giving Advice
129(1)
Psychological Reactions in the Interview
129(1)
Types of Personnel Interviews
130(9)
Recording Results
139(1)
Evaluating Results
139(1)
Causes of Failure
140(1)
Summary
140(1)
Review
141(3)
Some Psychological Aspects of Supervision
144(22)
Drives, Satisfactions, and Needs
145(1)
Inferiority Complex
146(1)
Catharsis
147(1)
Fixation and Regressive Behavior
148(1)
The Supervisor and the Frustrated Employee
148(2)
The Nature of Frustration
150(1)
Barriers Causing Frustration
151(1)
Frustration and Performance
151(2)
Some Common Reactions to Frustration
153(8)
Preventing Frustration
161(1)
Relieving Frustration: Some Commonsensical Approaches
162(2)
Summary
164(1)
Review
165(1)
Special Problems in Counseling and Remediation
166(27)
The Nature of Problem Drinking
167(1)
Development and Symptoms of Problem Drinking
168(4)
Some Options in Treating the Deviant Drinker
172(3)
Counseling Procedures and Techniques---The Problem Drinker
175(4)
Referral
179(1)
Counseling Objective
179(1)
Emotional and Personal Problems
179(2)
Counseling the Emotionally Troubled Subordinate---General Principles
181(2)
Emotional Distress---Its Management and Remediation
183(7)
Summary
190(1)
Review
191(2)
Employee Dissatisfaction, Grievances, and Complaints
193(11)
Causes of Employee Dissatisfaction
193(1)
Working Environment
194(1)
Inept Supervisory Practices
195(1)
Misunderstandings of Policies, Rules, and Procedures
195(1)
Management Failures
195(4)
Supervisory Influence on Employee Behavior
199(1)
Recognizing Employee Dissatisfaction
199(1)
Supervisory Approaches to Employee Dissatisfactions
200(1)
Grievances
200(2)
Summary
202(1)
Review
202(2)
Discipline: Principles, Policies, and Practices
204(17)
Forms of Discipline
205(1)
Some Adverse Effects of Punishment
206(1)
Requisites of Punishment
207(5)
Discipline by Example
212(1)
Upward Discipline
212(1)
The Relationships Between Discipline, Morale, and Esprit de Corps
212(1)
Reversals of Administrative Actions
213(1)
Results of Unsustained Disciplinary Actions
214(1)
Complaint Investigation Policy
214(1)
Objectives of Complaint Investigation Policy
215(1)
Vicarious Liability
216(2)
Summary
218(1)
Review
219(2)
Personnel Complaint Investigation Procedures and Techniques
221(30)
Case Preparation: General Procedures
221(1)
Sources of Complaints
222(1)
Non-job-related Misconduct
222(1)
Observed Infractions
223(2)
Primary and Secondary Complaints
225(1)
Complainant Interviews
226(1)
Complaints from Intoxicated Persons
227(1)
Recording Complaints
228(1)
Complaint Investigation
228(11)
Procedural Due Process Requirements
239(2)
Reporting Procedures
241(3)
Classification of Complaint Investigations
244(1)
Discipline and the News Media
245(1)
Disposition of Complaint
245(2)
Disciplinary Failures
247(1)
Summary
247(1)
Review
248(3)
Personnel Evaluation Systems
251(18)
Objectives of the Rating System
252(1)
A Case for Evaluation Systems
253(1)
Causes for Rating System Failures
254(3)
Gathering and Recording Performance Data
257(1)
Rating Traits
258(3)
Trait Rating for Promotional Examinations
261(1)
Categorizing Traits
261(2)
Setting Standards of Performance
263(1)
Rating Criteria
264(3)
Summary
267(1)
Review
268(1)
Performance Rating Standards and Methods
269(22)
Rating Standards
269(8)
Rater Characteristics
277(2)
Common Rating Errors
279(4)
Validity and Reliability of Ratings
283(2)
Evaluation Period
285(1)
Rating Methods
285(2)
Discussion of Rating with Employee
287(1)
Written Notification of Rating
288(1)
Summary
288(1)
Review
289(2)
Distribution and Deployment of Field Forces
291(29)
Fixed Post Positions
292(1)
Patrol Allotments
292(1)
Assignments Based on Proportionate Need
292(4)
Overall Average Percentage of Police Needs
296(7)
Overlapping of Shifts
303(1)
Distributing Available Field Patrol Personnel
304(1)
Assignments by Day of Week
305(2)
Car Plans
307(7)
Four-ten Plans
314(2)
Summary
316(1)
Review
317(3)
Tactical Deployment of Field Forces
320(41)
General Supervisory Responsibilities in Unusual Occurrences
320(1)
Basic Procedures for Unusual Occurrences
321(4)
Operational Guidelines
325(1)
Barricaded Persons
325(2)
Operating Procedures in Hostage and Barricaded Suspect Cases
327(6)
Civil Disorder
333(1)
Major Disturbances
334(6)
Labor Disputes
340(2)
Disaster Control
342(2)
Aircraft Crashes
344(1)
Bomb Threats
345(2)
Major Fires
347(2)
Area Searches
349(1)
Lost Children
349(3)
Wanted Persons
352(4)
Summary
356(3)
Review
359(2)
Conference Leading
361(26)
Composition of Conference Membership
361(1)
The Value of Conferences
362(1)
Conference Limitations
362(1)
Considerations Affecting the Calling of a Conference
363(1)
Why Conferences Fail
363(2)
Conference Planning
365(2)
Conference Procedures
367(1)
Conference Leader Duties and Responsibilities
368(4)
The Use of Questions in a Conference
372(2)
The Use of Conference Charts
374(2)
Pitfalls for Conference Leaders
376(4)
Conference Members' Duties
380(1)
Conference Evaluation
381(1)
Facilities and Materials
381(2)
Summary
383(2)
Review
385(2)
Selected References 387(4)
Index 391

Excerpts

PrefaceRecognizing that the first-line supervisor plays an indispensable role in the enforcement of American law, and that a straightforward book dealing with the responsibilities of supervisors and the most effective methods of fulfilling these responsibilities was needed, the author wrote the first edition ofSupervision of Police Personnelin 1970. Four subsequent editions have followed during the ensuing three decades. With the beginning of the new millennium, the author's brother, Marvin D. Iannone, has joined in the writing of this sixth edition.During their long law enforcement careers--a combined total of 100 years--both authors realized (and have had this realization confirmed countless times) that certain tenets of the first-line supervisor remain inviolable and that one cannot supervise effectively without an appreciation of these tenets. These time-tested principles include the following: Although a supervisor is a manager, he must first think of himself as a leader. Indeed, one cannot be a leader without followers. A first-line supervisor is apart of those whom he leads, while at the same time beingapart fromthem. In such a role, he must represent the rank and file to senior management and simultaneously represent senior management to the rank and file. When supervising, he must practice the Golden Rule. He must earn, not demand the respect of others. He must set the highest example. He must without exception be consistent and fair. His honor and professionalism must always be beyond reproach.It is the authors' conviction that a supervisor, experienced or inexperienced, who applies the principles and techniques outlined in this book while using the foregoing tenets as an ever-present backdrop will be well on his way toward actualizing his greatest potential.This edition has been updated to be consistent with changes in the law and the currently preferred practices of progressive police organizations.The authors sincerely express their gratitude to all those professionals in law enforcement for their many contributions to the preparation of this book, and we are particularly grateful to all who have had such a profound influence on our professional and personal lives. We also thank the following reviewers: Alvin Berndt, Criminal Justice Institute; Michael Buerger, Northeastern University; Alan Mentzer, Truckee Meadows Community College; and Alan Marston, South Maine Technical College.Our special thanks to Clara and Patricia for their never-ending support and patience. Nathan lannone Marvin lannone


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